Draw on tools and techniques of sourcing project data, develop a range of processes and measures to manage scope, change and quality on complex global projects. only part A
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Learning Outcomes 1. Draw on tools and techniques of sourcing project
data, develop a range of processes and measures to
manage scope, change and quality on complex global
projects
.
Submission Part A: Post by end of Module 2.
Part B: By 11:55pm AEST/AEDT Sunday end of Module 3
Weighting 50% (Part A: 15%; Part B: 35%)
Total Marks Part A: 15 marks
Part B: 35 marks
Context:
During project execution, project managers ensure that project work is completed as specified in the
Project Management Plan and according to project requirements. Requirements may change
throughout the course of a project. Changes need to be controlled, ensuring all of thei
r
impacts upon
the project are managed effectively and are incorporated into existing management plans and project
baselines.
The process of directing and managing project work requires project managers to take on numerous
responsibilities and to exhibit characteristics such as attention to detail, constant communication and
effective leadership.
Instructions:
For this Assessment refer to the assessment case study found in Key Learning Resources.
PROJ6003_Assessment 1 Brief_July 2019.Docx Page 2 of 9
There are two parts for this assessment: 1 Discussion Forum (Part A) that prepares students to
write a Change Management Plan (Part B).
Each student will construct an initial response in approximately 500 words to the following questions
and post on the Module discussion forums. Students will be graded individually on how students
demonstrate/share project change management theories and contribute to the general discussion of
the topic over weeks 2, 3 & 4 as well as their 250-words written response. The initial and responding
posts must be submitted by the end of Module 2 (Total 750 words).
Part A: Module 1-2 Discussion Forums
Managing Project Changes
Why is change management a necessary component of project management? Consider the given case
study, critically analyse and identify key issues that could lead to any necessary changes in the project.
What processes or strategies do you think would work best to perform the identified change requests
from the case study?
Output:
Part A – Complete your posts by the end of Module 2.
Part B: Change Control
Based upon the given case study, in groups or as an individual, develop a report on change control. In
the report:
1. Identify changes required for the case study. Critically analyse their impact on scope, time,
cost, quality of the project and the techniques used to manage them.
2. Explain what processes are involved in submitting a request to deal with the changes
necessary from your analysis of the case study.
3. Identify and discuss options to satisfy each change request and any risks associated to the
options.
4. Complete the change request/control form provided or one that is used from a workplace.
The written part of your change control report should consist of 1500 words/student.
If you work in group, nominate a group leader and this group leader will submit the assessment on
behalf of the group.
Output:
Complete and submit your change control report by the end of Module 3.
PROJ6003_Assessment 1 Brief_July 2019.Docx Page 3 of 9
Learning Resources:
Heldman, K. (2013). PMP Project Management Professional Exam Study Guide (7th ed.). Indianapolis,
IN: Wiley
x Chapter 8: Developing the Project Team (Read the section on ‘Directing and Managing
Project Work’)
x Chapter 10: Measuring and Controlling Project Performance (Read the section on ‘Managing
Perform Integrated Change Control’)
x Chapter 11: Controlling Work Results (Read the sections from ‘Managing Cost Changes’ to
and including ‘Validating Project Scope’)
ProjectLibre. (n.d.). ProjectLibre: Open source replacement of Microsoft Project [Software download].
Retrieved from http://www.projectlibre.org/home
Project Management Institute. (2013). A guide to the project management body of knowledge
(PMBOK Guide®) (5th ed.). Newtown Square, Pennsylvania: Project Management Institute.
x Section 3.5: Executing Process Group
x Section 3.6: Monitoring and Controlling Process Group
x Section 4.3: Direct and Manage Project Work
x Section 4.4: Monitor and Control Project Work
x Section 4.5: Perform Integrated Change Control
x Section 5.5: Validate Scope
x Section 5.6: Control Scope
x Section 6.7: Control Schedule
x Section 7.4: Control Costs
x Section 11.6: Control Risks
Snyder, C. S. (2013). A project manager’s book of forms: A companion to the PMBOK guide (2nd ed.).
Indianapolis, IN: Wiley.
x Change Log Template (Word document)
x Change Management Plan Template (Word document)
x Change Request Template (Word document)
Wysocki, R. K. (2012). Effective Project Management: Traditional, Agile, Extreme (6th ed.).
Indianapolis, IN: Wiley.
x Chapter 6: How to Launch a TPM Project (sections ‘Recruiting the Project Team’ to ‘Assigning
Resources’).
x Chapter 7: How to Monitor and Control a TPM (Read the sections from ‘Managing Project
Status Meetings’ to and including ‘Putting It All Together’).
Assessment Criteria:
Please refer to the following learning rubrics for assessment criteria on each part.
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is
a
nd
e
va
lu
at
io
n
of
th
e
im
pa
ct
o
f c
ha
ng
e
an
d
ex
am
in
es
a
ss
oc
ia
te
d
ris
ks
in
vo
lv
ed
Co
nt
rib
ut
es
to
id
en
tif
yi
ng
op
tio
ns
w
hi
ch
a
re
al
ig
ne
d
w
ith
p
ro
je
ct
ou
tc
om
e
an
d
st
ak
eh
ol
de
r w
is
he
s,
to
sa
tis
fy
c
ha
ng
e
an
d
as
se
ss
im
pa
ct
s
on
p
ro
je
ct
ou
tc
om
e
an
d
su
cc
es
s.
Co
nt
rib
ut
es
to
fo
rm
ul
at
in
g
a
pr
oc
es
s
to
fo
re
ca
st
p
ot
en
tia
l c
ha
ng
e
to
m
in
im
is
e
it
an
d
de
ve
lo
ps
a
s
tr
at
eg
y
to
m
an
ag
e
ch
an
ge
a
nd
st
ak
eh
ol
de
r
PR
O
J6
00
3_
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se
ss
m
en
t 1
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rie
f_
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ly
2
01
9.
do
cx
Pa
ge
7
o
f 9
co
m
m
un
ic
at
io
ns
ef
fe
ct
iv
el
y.
D
ev
el
op
s
pr
oc
es
se
s
an
d
m
ea
su
re
s
to
m
an
ag
e
ch
an
ge
s
to
sc
op
e,
ti
m
e,
c
os
t a
nd
qu
al
ity
o
n
co
m
pl
ex
gl
ob
al
p
ro
je
ct
s.
40
%
Fa
ils
to
c
on
tr
ib
ut
e
to
th
e
de
ve
lo
pm
en
t o
f
pr
oc
es
se
s
an
d/
or
m
ea
su
re
s
to
m
an
ag
e
ch
an
ge
s
to
s
co
pe
, t
im
e,
co
st
a
nd
q
ua
lit
y
on
co
m
pl
ex
g
lo
ba
l p
ro
je
ct
s.
Id
en
tif
ie
s
pr
oc
es
se
s
an
d
m
ea
su
re
s
to
m
an
ag
e
ch
an
ge
s
to
s
co
pe
, t
im
e,
co
st
a
nd
q
ua
lit
y
on
co
m
pl
ex
g
lo
ba
l p
ro
je
ct
s
bu
t r
es
em
bl
es
a
re
ca
ll
or
su
m
m
ar
y
of
k
ey
id
ea
s.
Co
nf
la
te
s/
co
nf
us
es
as
se
rt
io
n
of
p
er
so
na
l
op
in
io
n
w
ith
in
fo
rm
at
io
n
fr
om
th
e
re
se
ar
ch
/c
ou
rs
e
m
at
er
ia
ls
.
Co
nt
rib
ut
es
to
th
e
de
ve
lo
pm
en
t o
f
pr
oc
es
se
s
an
d
m
ea
su
re
s
to
m
an
ag
e
ch
an
ge
s
to
sc
op
e,
ti
m
e,
c
os
t a
nd
qu
al
ity
o
n
co
m
pl
ex
g
lo
ba
l
pr
oj
ec
ts
.
Sh
o
w
s
un
de
rs
ta
nd
in
g
of
in
te
gr
at
ed
c
ha
ng
e
co
nt
ro
l.
Su
pp
or
ts
p
er
so
na
l
op
in
io
n
an
d
in
fo
rm
at
io
n
su
bs
ta
nt
ia
te
d
by
ev
id
en
ce
fr
om
th
e
re
se
ar
ch
/c
ou
rs
e
m
at
er
ia
ls
.
D
em
on
st
ra
te
s
a
ca
pa
ci
ty
to
e
xp
la
in
a
nd
a
pp
ly
re
le
va
nt
c
on
ce
pt
s.
Co
nt
rib
ut
es
to
th
e
de
ve
lo
pm
en
t o
f
pr
oc
es
se
s
an
d
m
ea
su
re
s
to
m
an
ag
e
ch
an
ge
s
to
sc
op
e,
ti
m
e,
c
os
t a
nd
qu
al
ity
o
n
co
m
pl
ex
g
lo
ba
l
pr
oj
ec
ts
.
W
or
k
sh
ow
s
in
si
gh
t a
nd
th
or
ou
gh
u
nd
er
st
an
di
ng
of
in
te
gr
at
ed
c
ha
ng
e
co
nt
ro
l.
D
is
cr
im
in
at
es
b
et
w
ee
n
as
se
rt
io
n
of
p
er
so
na
l
op
in
io
n
an
d
in
fo
rm
at
io
n
su
bs
ta
nt
ia
te
d
by
ro
bu
st
ev
id
en
ce
fr
om
th
e
re
se
ar
ch
/c
ou
rs
e
m
at
er
ia
ls
.
W
el
l d
em
on
st
ra
te
d
ca
pa
ci
ty
to
e
xp
la
in
a
nd
ap
pl
y
re
le
va
nt
c
on
ce
pt
s.
A
so
ph
is
tic
at
ed
un
de
rs
ta
nd
in
g
of
th
e
de
ve
lo
pm
en
t o
f
pr
oc
es
se
s
an
d
m
ea
su
re
s
to
m
an
ag
e
ch
an
ge
s
to
sc
op
e,
ti
m
e,
c
os
t a
nd
qu
al
ity
o
n
co
m
pl
ex
g
lo
ba
l
pr
oj
ec
ts
e
ff
ec
tiv
el
y
an
d
un
de
rs
ta
nd
in
g
of
in
te
gr
at
ed
c
ha
ng
e
co
nt
ro
l.
Cr
iti
ca
lly
d
is
cr
im
in
at
es
be
tw
ee
n
as
se
rt
io
n
of
pe
rs
on
al
o
pi
ni
on
a
nd
in
fo
rm
at
io
n
su
bs
ta
nt
ia
te
d
by
ro
bu
st
ev
id
en
ce
fr
om
th
e
re
se
ar
ch
/c
ou
rs
e
m
at
er
ia
ls
Cr
iti
ca
lly
a
pp
l
ie
s
co
nc
ep
ts
to
n
ew
si
tu
at
io
ns
/f
ur
th
er
le
ar
ni
ng
.
Id
en
tif
ie
s
a
fr
am
ew
or
k
to
fo
st
er
a
c
on
tin
uo
us
im
pr
ov
em
en
t c
yc
le
o
f
le
ar
ni
ng
w
ith
in
th
e
or
ga
ni
sa
tio
n.
PR
O
J6
00
3_
as
se
ss
m
en
t 1
b
rie
f_
Ju
ly
2
01
9.
do
cx
Pa
ge
8
o
f 9
E
ff
ec
tiv
el
y
co
m
m
un
ic
at
es
20
%
D
iff
ic
ul
t t
o
un
de
rs
ta
nd
fo
r a
ud
ie
nc
e,
n
o
lo
gi
ca
l/
cl
ea
r s
tr
uc
tu
re
,
po
or
fl
ow
o
f i
de
as
,
ar
gu
m
en
t l
ac
ks
su
pp
or
tin
g
ev
id
en
ce
.
N
o
ef
fo
rt
is
m
ad
e
to
k
ee
p
au
di
en
ce
e
ng
ag
ed
,
au
di
en
ce
c
an
no
t f
ol
lo
w
th
e
lin
e
of
re
as
on
in
g.
Li
tt
le
u
se
o
f
p
re
se
nt
at
io
n
ai
ds
, o
r t
he
p
re
se
nt
at
io
n
ai
ds
a
nd
m
at
er
ia
l u
se
d
ar
e
irr
el
ev
an
t.
In
fo
rm
at
io
n,
a
rg
um
en
ts
an
d
ev
id
en
ce
a
re
pr
es
en
te
d
in
a
w
ay
th
at
is
n
ot
a
lw
ay
s
cl
ea
r a
nd
lo
gi
ca
l.
At
te
m
pt
s
ar
e
m
ad
e
to
ke
ep
th
e
au
di
en
ce
en
ga
ge
d,
b
ut
n
ot
a
lw
ay
s
su
cc
es
sf
ul
. L
in
e
of
re
as
on
in
g
is
o
ft
en
di
ff
ic
ul
t t
o
fo
llo
w
.
Pr
es
en
ta
tio
n
ai
ds
a
re
us
ed
m
or
e
fo
r e
ff
ec
t t
ha
n
re
le
va
nc
e.
In
fo
rm
at
io
n,
a
rg
um
en
ts
an
d
ev
id
en
ce
a
re
w
el
l
pr
es
en
te
d,
m
os
tly
c
le
ar
flo
w
o
f i
de
as
a
nd
ar
gu
m
en
ts
.
Th
e
au
di
en
ce
is
m
os
tly
en
ga
ge
d,
li
ne
o
f
re
as
on
in
g
is
e
as
y
to
fo
llo
w
.
Ef
fe
ct
iv
e
us
e
of
pr
es
en
ta
tio
n
ai
ds
.
In
fo
rm
at
io
n,
a
rg
um
en
ts
an
d
ev
id
en
ce
a
re
v
er
y
w
el
l p
re
se
nt
ed
, t
he
pr
es
en
ta
tio
n
is
lo
gi
ca
l,
cl
ea
r a
nd
w
el
l
s
up
po
rt
ed
by
e
vi
de
nc
e.
En
ga
ge
s
th
e
au
di
en
ce
,
de
m
on
st
ra
te
s
cu
ltu
ra
l
se
ns
iti
vi
ty
.
Ca
re
fu
lly
a
nd
w
el
l
pr
ep
ar
ed
p
re
se
nt
at
io
ns
ai
ds
a
re
u
se
d.
Ex
pe
rt
ly
p
re
se
nt
ed
; t
he
pr
es
en
ta
tio
n
is
lo
gi
ca
l,
pe
rs
ua
si
ve
, a
nd
w
el
l
su
pp
or
te
d
by
e
vi
de
nc
e,
de
m
on
st
ra
tin
g
a
cl
ea
r
flo
w
o
f i
de
as
a
nd
ar
gu
m
en
ts
.
En
ga
ge
s
an
d
su
st
ai
ns
au
di
en
ce
’s
in
te
re
st
in
th
e
to
pi
c,
d
em
on
st
ra
te
s
hi
gh
le
ve
ls
o
f c
ul
tu
ra
l
se
ns
iti
vi
ty
Ef
fe
ct
iv
e
us
e
of
d
iv
er
se
pr
es
en
ta
tio
n
ai
ds
,
in
cl
ud
in
g
gr
ap
hi
cs
a
nd
m
ul
ti-
m
ed
ia
.
U
se
s
ac
ad
em
ic
a
nd
di
sc
ip
lin
e
co
nv
en
tio
ns
a
nd
so
ur
ce
s
of
e
vi
de
nc
e
5%
Po
or
ly
w
rit
te
n
w
ith
er
ro
rs
in
s
pe
lli
ng
,
gr
am
m
ar
.
D
em
on
st
ra
te
s
in
co
ns
is
te
nt
u
se
o
f g
oo
d
qu
al
ity
, c
re
di
bl
e
an
d
re
le
va
nt
re
se
ar
ch
so
ur
ce
s
to
s
up
po
rt
a
nd
de
ve
lo
p
id
ea
s.
Th
er
e
ar
e
m
is
ta
ke
s
in
us
in
g
th
e
AP
A
st
yl
e.
Is
w
rit
te
n
ac
co
rd
in
g
to
ac
ad
em
ic
g
en
re
(e
.g
.
w
ith
in
tr
od
uc
tio
n,
co
nc
lu
si
on
o
r s
um
m
ar
y)
an
d
ha
s
ac
cu
ra
te
sp
el
lin
g,
g
ra
m
m
ar
,
se
nt
en
ce
a
nd
p
ar
ag
ra
ph
co
ns
tr
uc
tio
n.
D
em
on
st
ra
te
s
co
ns
is
te
nt
us
e
of
c
re
di
bl
e
an
d
re
le
va
nt
re
se
ar
ch
s
ou
rc
es
to
s
up
po
rt
a
nd
d
ev
el
op
id
ea
s,
b
ut
th
es
e
ar
e
no
t
Is
w
el
l-w
rit
te
n
an
d
ad
he
re
s
to
th
e
ac
ad
em
ic
ge
nr
e
(e
.g
. w
ith
in
tr
od
uc
tio
n,
c
on
cl
us
io
n
or
s
um
m
ar
y)
.
D
em
on
st
ra
te
s
co
ns
is
te
nt
us
e
of
h
ig
h
qu
al
ity
,
cr
ed
ib
le
a
nd
re
le
va
nt
re
se
ar
ch
s
ou
rc
es
to
su
pp
or
t a
nd
d
ev
el
op
id
ea
s.
Th
er
e
ar
e
no
m
is
ta
ke
s
in
us
in
g
th
e
AP
A
st
yl
e.
Is
v
er
y
w
el
l-w
rit
te
n
an
d
ad
he
re
s
to
th
e
ac
ad
em
ic
ge
nr
e.
Co
ns
is
te
nt
ly
de
m
on
st
ra
te
s
ex
pe
rt
u
se
of
g
oo
d
qu
al
ity
, c
re
di
bl
e
an
d
re
le
va
nt
re
se
ar
ch
so
ur
ce
s
to
s
up
po
rt
a
nd
de
ve
lo
p
ap
pr
op
ria
te
ar
gu
m
en
ts
a
nd
st
at
em
en
ts
. S
ho
w
s
ev
id
en
ce
o
f r
ea
di
ng
be
yo
nd
th
e
ke
y
re
ad
in
g
Ex
pe
rt
ly
w
rit
te
n
an
d
ad
he
re
s
to
th
e
ac
ad
em
ic
ge
nr
e.
D
em
on
st
ra
te
s
ex
pe
rt
u
se
of
h
ig
h-
qu
al
ity
, c
re
di
bl
e
an
d
re
le
va
nt
re
se
ar
ch
so
ur
ce
s
to
s
up
po
rt
a
nd
de
ve
lo
p
ar
gu
m
en
ts
a
nd
po
si
tio
n
st
at
em
en
ts
.
Sh
ow
s
ex
te
ns
iv
e
ev
id
en
ce
o
f r
ea
di
ng
be
yo
nd
th
e
ke
y
re
ad
in
g
PR
O
J6
00
3_
as
se
ss
m
en
t 1
b
rie
f_
Ju
ly
2
01
9.
do
cx
Pa
ge
9
o
f 9
al
w
ay
s
ex
pl
ic
it
or
w
el
l
de
ve
lo
pe
d.
Th
er
e
ar
e
no
m
is
ta
ke
s
in
us
in
g
th
e
AP
A
st
yl
e.
Th
er
e
ar
e
no
m
is
ta
ke
s
in
us
in
g
th
e
AP
A
st
yl
e.
Th
er
e
ar
e
no
m
is
ta
ke
s
in
us
in
g
th
e
AP
A
St
yl
e.
08/03/20,2(43 AMLaureate International Universities
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MODULE 1MODULE 1
Change Control Tools and Techniques
Introduction
Project Management Videos. (2012). Managing Change: How To Manage Project Scope
Change (Streaming video). Retrieved from https://www.youtube.com/watch?
v=tMR7jVefRIQ
Being able to apply the project management skills you learn to a real world situation is
critical to becoming a project manager. Each project has its own unique challenges and
it is important to learn how to analyse and address them.
Change is almost inevitable in projects, and effective management of change is
necessary to enable a project to proceed as planned. Effective management of change
means subjecting all requests to the change control process, identifying all the impacts
of changes on the project objectives, and communicating project status to project
stakeholders as defined in the Communications and/or Stakeholder Management
Plan(s).
Project Management Videos. (2013). How to Control Change Requests on a Project
(Streaming video). Retrieved from https://www.youtube.com/watch?v=WWdgFFVkPgA
Tools utilised for the management of change can be manual or automated, and should
be selected as appropriate for each project. They need to meet the needs of
stakeholders as well as organisational and environmental factors.
08/03/20, 2(43 AMLaureate International Universities
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This module will cover:
Project assets necessary for effective execution of a project.
Review, approval and management of project changes.
Validation and control of project scope.
Scope change management techniques.
This module will help you:
Explain how planning contributes to project execution and control.
Identify changes in projects and how to manage them.
Discuss how changes in projects affect the project teams.
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MODULE 2MODULE 2
Directing and Managing Project Work
Introduction
PMStudyChannel. (2014). PMBOK C2 M4 Direct And Manage Project Execution.
Retrieved from https://youtu.be/Ziub-onbkjY
When a project management plan has been created, project managers are challenged
with ensuring that project work is completed as specified and that all project
requirements are met as the work is executed. In order to accomplish this, project
managers monitor and control project deliverables, assess the project progress and
performance and manage the project scope.
During project execution, project managers ensure that project work is completed as
specified in the project management plan and according to project requirements. This
process of directing and managing project work requires project managers to take on a
series of responsibilities and to exhibit attention to detail, constant communication and
leadership among several other characteristics.
This module will cover:
Monitoring the status of project activities.
Control of project and changes to project baselines.
08/03/20, 2(43 AMLaureate International Universities
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This module will help you:
Explain how planning contributes to project execution and control.
Identify and manage outputs of directing and managing project work.
Effectively establish and manage a project team.
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MODULE 3MODULE 3
Quality Assurance and Control
Introduction
SimplilearnTraining’s channel (2012). Quality Planning vs Quality Assurance vs Quality Control (Streaming video). Retrieved from
As project work is executed, project managers make certain that quality assurance is performed
activities that are undertaken to ensure that a project uses the processes needed to meet quality requirements. Quality control entails monitoring specific
project results to determine whether they meet relevant quality standards, which have been defined with the project scope.
For example, in IT projects, factors that can negatively affect the likelihood of success may include advances in technology during the project’s execution,
infrastructure changes that impact security and data management, or the risks involved in implementing new technology for the first time. There are various
quality control techniques to ensure the project achieves successful outcomes.
Passionate Project Management. (2014). Project Management Concept #3: Quality Assurance v Quality Control
This module will cover:
Monitoring and Controlling project work, including IT projects.
Tools and techniques for project quality control and quality assurance.
This module will help you:
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Identify sources of data required for project quality control.
Explain the difference between standards and regulations.
Apply tools and techniques in monitoring, controlling, measuring and managing project performance and quality to achieve
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